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1 7 th IIPMC- s Management ١ Ali Vahedi Diz Contents Monitor Engage 3 Identify Visualize Prioritize 2 What is Project Management? 4 The application of knowledge, skills, tools and techniques in project activities in order to meet project requirements.

2 7 th IIPMC- s Management ٢ Who are s? Origins of the Concept 5 Your s? 7 Compliance Support Direct / Indirect Impact/ Impacted by Positive / Negative Beneficiary s Delivery Governance Strategy. Contribution Impact or influence 6 Satisfaction Can be very Complex Programme strategy Business case Project PID Functional requirements Change requests Competing plans Available resources Technical competence Budgets 8 What they really need Interest Stake? Knowledge Rights Ownership Keep the current solution s strengths... and remove its weaknesses Unlimited capacity & reliability Ergonomic design + usability 100% integrity, availability + accuracy Operating costs Maintenance + support Future-proofing Housekeeping Legal + regulatory Contractual commitments Corporate policies Standards + procedures Satisfaction means: making all five explicit. reconciling all five into a single solution....which is also consistent between stakeholders. analysis needs to include all this!

3 7 th IIPMC- s Management ٣ Management Circle Methodology 9 Monitor Step 1: Identify 11 Engage Identify Visualize Prioritize 1.1 Developing a list of stakeholders a. Select a team b. Brainstorming 1.2 Identifying Mutuality a. s importance b. s expectations 1.3 Categorizing: documenting each stakeholder s a. Directions of influence b. Relationship to the organization Management Circle Methodology 10 Monitor Measure and monitor effectiveness Engage Identify Identify all stakeholders Define attitude: develop engagement profile Who are s? 12 Visualize Prioritize Build profile and prioritize Reveal right stakeholders for time now External to the Company Internal to the Project

4 7 th IIPMC- s Management ۴ Who are s? Sellers Operations Management Functional Managers 13 Business Partners Customers/ Users s Project Team Project Manager Sponsor Step 1.2: Identify Mutuality 15 Portfolio Managers PMO Program Managers 1. s Importance: How is this stakeholder important to us? What is their stake? Is an important source of funds, personnel or materials; Can impact the success or failure of the project through either action or inaction. Most projects have a lot of stakeholders: 14 Beneficiaries Customers. Technology Leads. Internal users. Governance Sponsor/Champi on. Executive. Senior User/Supplier. Project team Managers. Team members. Business analysts. Other SME s. Suppliers. Support PMO. Delivery Assurance. Systems managers. Data managers. Security. Test. Relatedprojects Systems development. Business reengineering. Operations engineering. Implementation Service transition. Operations. Step 1.2: Identify Mutuality s Expectations: Regulatory + supervisory Board + senior management. Architects. Internal audit/compliance. Legal + regulatory. External groups Prospective customers. Competitors. Regulators. Market analysts. Media. General public. What does this stakeholder require from the success or failure of the work s execution or its outcomes? Personal gain: Enhanced power & reputation; Career advancement; Monetary advantage salary increase or performance bonus; Organizational gain (organization/department/group): Enhanced power & reputation; Social recognition;

5 7 th IIPMC- s Management ۵ Step 1.3: Directions of Influence Step 1: Collating Data about each -on-a-page, (SOAP) 18 Spreadsheet WorkSheet (SWS); Information Management System (SIMS) s Attributes Identification information Assessment information classification 20 Name, organizational position, role in the project, contact information; Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest; and Internal/external, supporter/neutral/resistor, etc.

6 7 th IIPMC- s Management ۶ s Attributes Step 1: Key Points Attitude Hierarchy Influence Interest Legitimacy Power Proximity Receptiveness Supportiveness 21 Urgency help or hinder the work? higher/lower, internal/external, colleague or competitor? how well connected is the person? an active interest, passive interest or no interest at all? have some level of right to be consulted? ability to instruct or cause change? how involved is the person in the work? easy to communicate? support or oppose the work? have time issues? Step 2: Prioritize How to understand who is important? 23 Power Proximity Index Value Urgency 22 All records maintained about stakeholders are always expressed in business language. No personal remarks should ever be recorded. It is important to consider privacy and confidentiality. Step 2: Prioritize Power Proximity Urgency 24 the power an individual or group may have to permanently change or stop the project or other work (Rate 1-4). the degree of involvement that the individual or group has in the work of the team (Rate 1-5). Value: How much stake does the person have in the work or its outcomes? Action: A measure of the likelihood that the stakeholder will take action, positive or negative, to influence the work or its outcomes.

7 7 th IIPMC- s Management ٧ 25 Step 3: Visualize 27 The objective of every stakeholder mapping process is to: Develop a useful list of current stakeholders; Assess some of their key characteristics; Present data to assist the team s planning for engaging these stakeholders; Reduce subjectivity; Make the assessment process transparent; Make the complex data collected about the stakeholders easy to understand; Provide a sound basis for analysis and discussion. Step 2: Prioritize Ranked s 26 Step 3: Visualize Classes of stakeholder in relation to the organization 28 Typology of stakeholders and the interrelationship between types; Visualize Specific stakeholders plotted against various parameters

8 7 th IIPMC- s Management ٨ Classes of 29 Specific s Plotted Against Various Parameters Attitude Hierarchy Influence Interest Legitimacy Power Proximity Receptiveness Supportiveness 31 Urgency will the person help or hinder the work? where is the person in the organization's structure compared to the activity manager: higher/lower, internal/external, colleague or competitor? how well connected is the person? does the person have an active interest, passive interest or no interest at all? does the person have some level of right to be consulted? what is the person s ability to instruct or cause change? how involved is the person in the work? how easy is it to communicate with this person? does the person support or oppose the work? does the person have time issues or do they perceive the work as important to them? Types and Relationships (Typology) This type of chart effectively develops a list of stakeholder types and will frequently show their relationships with each other as well as to/from the activity. 30 Specific s Plotted Against Various Parameters Influence Map Engagement Profile Matrix 32 Project Environment Map 3D: Cube 2X2 Matrix

9 7 th IIPMC- s Management ٩ Influence Map Project Environment Map 33 Standard 2x2 Matrix 35 Probably the most common tool. The matrix represents two dimensions of stakeholder attributes, with sometimes a third or fourth dimension shown by the color and/or size of the symbol representing the individual stakeholders. Some of the commonly used stakeholder attributes include: Power (low, medium or high); Support (negative, neutral or positive); Influence (low or high); Interest (low or high); Attitude (obstructive or supportive). 34 Power / Interest Grid High Power Low Power Keep Satisfied / Potentially Influencial Monitor / Marginal ( minimum effort ) Low Interest 36 Manage Closely / Key Players Keep Informed / Affected High Interest

10 7 th IIPMC- s Management ١٠ Power / Attitude Grid Power / Attitude Grid High Impact Low Impact Steering Committee Finance Supportive 37 Group Executive Staff Power / Attitude Grid 39 Low power Weak support Weak opposition IT Audit Unions Positive attitude (Potential sponsors) Negative attitude (Potential blockers) Line Management HR/ Payroll Strong support (champions) Strong opposition Business Mgrs Disruptive Zones of focus High power 38 Low power Weak support Weak opposition 3D Grid 40 Positive attitude (Potential sponsors) Negative attitude (Potential blockers) Interest Power Attitude Strong support (champions) Strong opposition Active or Passive Deeply invested or not Influential or Insignificant Backer or Blocker Supportive or Detractors High power

11 7 th IIPMC- s Management ١١ Cube 3D Grid 41 3D Model: Salience Model Legitimacy refers to the perceived validity or appropriateness of the stakeholder s claim to a stake 43 Power refers to the ability or capacity of a stakeholder to produce an effect Urgency refers to the degree to which the stakeholder s claim demands immediate attention 42 3D Model: Salience Model 44

12 7 th IIPMC- s Management ١٢ 3D Model: Salience Model Definitive /Core /Key s: The PM will want to pay close attention to these stakeholders. Dominant s: The PM will want to pay close attention to these stakeholders, but their demands are usually less critical than core stakeholders. Dependent s: The PM needs to engage and solicit the input of these stakeholders because if they grow dissatisfied, they might be able to ally themselves with someone of power. 45 Step 3: Visualize Engagement Profile Matrix 47 It displays: Attitude: their support for the activity; Receptiveness: their willingness to receive messages about the activity compared with the project team s desired target attitude for the stakeholder. It may be positive or negative. Step 3: Visualize Engagement Profile The Circle methodology uses two diagrams to help understand relationships with an activity s stakeholders. The Engagement Profile Matrix: Assess the current and desirable attitude of each stakeholder. The Circle: Focuses on highlighting the stakeholders that matter and defining which stakeholders are important at this time in the activity s life cycle. 46 Step 3: Visualize Engagement Profile Matrix 48 The chart is a 5x5 matrix, the X symbols indicating the current assessed attitude of the stakeholder and the O symbol the desired attitude to optimize the success of the activity.

13 7 th IIPMC- s Management ١٣ Step 3: Visualize Engagement Profile Benefits understanding the difference (the gap) between the existing and target attitude for the stakeholder; using this information to determine what course of action (or communication) is realistically achievable; assessing the level of effort necessary to close the gap, based on the relative importance of these stakeholders; planning and implementing the appropriate communication strategy. The Circle 51 The most important stakeholder (with the highest level of influence) is plotted at position 1, starting at 12:00 o clock, the second most important is next, through to the 15th most important. Step 3: Visualize The Circle 50 Key elements of the Circle are: Concentric circles indicate distance of stakeholders from the work of the activity or project. The size of the block: influence. The radial depth of the segment indicates: power. Colors indicate the stakeholder s direction of influence relative to the activity: Orange (upwards), Green (downwards), Purple (sidewards), Blue (outwards). Color intensity differentiates stakeholders internal to the organization (dark hues and patterns) and light hues and patterns for those external to the organization. The Circle - Sample 52

14 7 th IIPMC- s Management ١۴ Step 3: Visualize Common Characteristics 53 The 15 most important stakeholders in any community usually comprise: the CEO, the sponsor and steering committees; the team; outwards stakeholders, who represent at least 30%, except for activities focused on internal deliverables; relatively small numbers of downwards and sidewards stakeholders. How to Gauge Attitude 55 The steps in this process are: Identify the current level of support of the stakeholder(s). Analyze the current level of receptiveness of each stakeholder to messages about the activity. Identify the optimal engagement position: the level of support and receptiveness that would best meet the needs of both the activity and the stakeholder. Step 4: Engage Engagement can be defined as: practices, processes and actions that an organization must perform to involve stakeholders in any organizational activity to secure their involvement and commitment, or reduce their indifference or hostility. The engagement profiles are developed by: assessing the actual attitude of selected stakeholders; describing the optimal (or target) attitude of these stakeholders necessary for success of the activity. 54 Examples of Engagement Profiles Small gap between current and optimal, probably does not require action. 56 Large gap between current and target, will require additional communication effort to achieve desired attitude. The stakeholder is a competitor, or a manager that is unsure about the information he needs to know about the activity.

15 When Current Attitude is Equal to Target Attitude This stakeholder is not assessed as being important for success, at this time in the activity. 57 This stakeholder is probably a senior manager assessed as being essential for success: maintain existing communication plan. Targeted Communication 7 th IIPMC- s Management This stakeholder may naturally provide passive support for this activities for personal or management reasons without additional information. Based on the overall level of engagement and the mutuality factors identified in step 1, a targeted communications plan can be developed focusing on: the key stakeholders: are identified as having the power to damage the activity significantly, typically a power rating of 4. other important stakeholders with a significant gap between their current attitude and the target attitude Step 4: Engage Communication Planning The most appropriate information (The purpose of the communication) 60 The most effective message format Basis for an effective communication plan The most efficient methods and frequency of transmission or delivery ١۵

16 7 th IIPMC- s Management ١۶ The Most Appropriate Information The Most Appropriate Information 61 The purpose of the message will affect the format, content and frequency of its delivery, as well as the decision about who should deliver it. To prepare a purposeful message the question must be asked: What does the team want to achieve through the distribution of this information? Is it: Raising the profile of the project; Providing stakeholders with information to maintain credibility or to build credibility for the team; Improve support of important stakeholders; Reduce resistance to change resulting from the work. The Most Effective Message Mutuality will define the focus of the message, based on: Why this individual or group has been selected as a stakeholder why they are important to the success of the activity; What the stakeholder requires from success or failure of the activity expectations or requirements. The most appropriate messenger should be selected based on: Who will be the most effective messenger has the knowledge or experience; Who is most likely to be listened to is a peer of, or respected by the stakeholder; Who can most effectively influence the attitude of the stakeholder? 63 Directions of influence will help define the format and content of the message: Upwards; Downwards; Sidewards; Outwards; Internal (to the organization) or external (to the organization). 62 The Most Efficient Methods One of the most important aspects to consider is efficient delivery of the necessary information: where to focus their communication efforts. It is based on the analysis of engagement profiles, and by defining different levels of communication activities depending on whether the current engagement position: is equal to the optimal position; is less than the optimal position; is greater than the optimal position. 64

17 7 th IIPMC- s Management ١٧ The Communication Plan The Communication Plan Contents Current attitude is equal to target attitude. business as usual : situation green. Existing communication package does not need to change. Small gap between current attitude and target attitude. business as usual +: situation amber. Existing communication package may require some small additional communication effort. Current attitude is greater than target attitude. Communication approaches need to be defined specifically for stakeholders in this group. Current attitude is less than target attitude. heroic : situation red. Existing communication package may need to be significantly changed AND augmented by additional effort involving multiple approaches to ensuring more directed information about the activity is delivered to the stakeholder. 65 The Communication Plan Contents 67 Strategies for delivering the message: Who will deliver the message; What the message will be: regular activity reports or special messages; How it will be delivered: formal and/or informal, written and/or oral; technology of communication s, written memos, meetings; When: how frequently it will be delivered and over what timeframe (where applicable); Why: the purpose for the communication: this is a function of mutuality why the stakeholder is important for activity success, and what the stakeholder requires from the activity; Communication item: the information that will be distributed that is, the content of the report or message. 66 name and role; Mutuality: how the stakeholder is important to the activity; the stakeholder s stake; the stakeholder s expectations. Categorization of influence (upwards, downwards, outwards, sidewards, internal and external); Engagement profile preferably in graphical form level of support for the activity; level of receptiveness to information about the activity; target engagement: target levels of support and receptiveness. Communication Plan - Example 68

18 7 th IIPMC- s Management ١٨ Communication 69 Effective Communication 71 Communication is the primary tool for stakeholder engagement. The effectiveness of the communication is influenced by many factors including: the relationship between sender and receiver; Hierarchy Level, The role of the stakeholder, Credibility of the messenger and the message, The relevance of the information to the recipient, The format and content of the message. other barriers to effective communication. Personal reality Cultural differences 70 Communicating to Unsupportive s 72 How supportive does this stakeholder need to be? It is not essential for all stakeholders to be very supportive; in some cases a neutral profile is sufficient. An analysis of the reason(s) for lack of support or receptiveness. If the stakeholder is unsupportive of this activity because he/ she is supportive of another competing activity. If the stakeholder is too busy to receive information. A stakeholder, who is ambivalent but receptive to messages.

19 7 th IIPMC- s Management ١٩ Special Groups, Broadcast or General Messages 73 Activities that an organization initiates may impact large groups of stakeholders who are: globally dispersed; external organizations with contractual arrangements; potentially disadvantaged by the activity or its outcomes; Who require specialized information or specialized management. It is essential to ensure that the stakeholders who are not considered as being in the relatively important category are not ignored. Such stakeholders will often merit broadcast or general messages. Step 5: Monitor Measure and Monitor Effectiveness 75 The and Communication MP are only the starting point for engaging important stakeholders in the most appropriate way. To achieve an effective engagement of stakeholders for the benefit of the organization, the plan must be implemented. This step will focus on the actions necessary to ensure the communication plan has been executed: monitor the implementation, and measure the effectiveness of the team s communication efforts. Step 4: Engage Changes to the Communication Plan The trigger points for making these changes will generally be: the activity moves from one phase to another; stakeholders change roles and no longer have an interest in or are no longer impacted by the outcomes of the activity; stakeholders leave the organization. There may be other triggers for change. These should be defined in the process documentation. 74 Maintenance of the Community 76 The process of identifying, prioritizing, and engaging stakeholders cannot be a once-only event. The work of managing relationships with stakeholders does not stop with planning. The nature and membership of the stakeholder community changes as stakeholders: are re-assigned; leave the organization; assume different levels of relative importance to the activity; experience fluctuations in their power, interest or influence. Also as the activity moves through its lifecycle or implementation stages, a stakeholder may have more or less impact on the activity.

20 7 th IIPMC- s Management ٢٠ Monitoring the effectiveness of the communication plan Ensuring that the communication plan is implemented; Review of the stakeholder community to ensure that the membership is current the right stakeholders for the current phase or time; Review of the stakeholder engagement profile. 2. Continuous Review of the Community 79 The key to managing these relationships is understanding that the stakeholder community is a network of people. It is not possible to develop relationships that will never change, just as it is not possible to make objective decisions about people. Because relationships are not fixed, it is necessary to review the membership of the stakeholder community regularly and continuously. 1. Ensuring that the Communication Plan is Implemented 78 The strategy relating to the who, what, when and how of delivering the tailored messages defined for the important stakeholders must be converted into action. The work of this step includes implementing the planned communication action, and then monitoring and evaluating the results to understand the effects of the implementation and derive learning. This is the Deming cycle of plan, do, check and act. 2. Continuous Review of the Community Regular reviews should be programmed: When the work of the activity moves from one stage of its implementation to the next: that is from planning to build, or build to implement. At regular intervals within a particular phase, if that phase is intended to go for a long time. A typical interval for this type of review would be three months. New personnel join the team. Each time the dynamics of the stakeholder community change, membership of the community must be re-assessed. 80

21 7 th IIPMC- s Management ٢١ 3. Review of the Engagement Profile 81 Each time the stakeholder community is reassessed and the Circle updated, the corresponding engagement profile should also be reviewed and target attitude must be considered. 3.1 Regular (planned) reviews; 3.2 When changes to the stakeholder community occur; 3.3 When relative importance is reduced; 3.4 Ad hoc reviews. 3.1 Regular (planned) reviews 83 the first assessment shows that heroic communication efforts are required, The second assessment reveals that some progress had been made, but more work is necessary to achieve the desired level of engagement. 3.1 Regular (planned) reviews 82 The third assessment, shows that the engagement profile is still at the optimal level, and this stakeholder is at the same level of importance. No additional communication effort is necessary under the current conditions. 3.1 Regular (planned) reviews 84 Fits the profile of a functional or operational manager, requiring as much information as possible, because knowledge is power. Offer more specific information to meet his/her management needs, The third assessment has shown that the stakeholder is actively opposed to the activity at this stage.

22 7 th IIPMC- s Management ٢٢ 3.1 Regular (planned) reviews 3.3 When relative importance is reduced 85 These reasons may not even be a reflection on the relationship between the team and the stakeholder. Other explanations for such a dramatic change could be: the stakeholder has been assigned to other work; the stakeholder has been demoted or otherwise lost power within the organization; other activities have become more important; there may be personal issues preventing the stakeholder from being engaged with anything at work. 3.3 When relative importance is reduced 87 On the second assessment, without any warning, the stakeholder s attitude has become one of not caring at all about the activity. This result will trigger an investigation. In this example: personal situation. There will be no need to change the target; the situation is most likely of a temporary nature. 86 Once the stakeholder s ranking in the stakeholder community has changed, the target attitude been revised, and consequent changes made to the communication strategy, a further assessment must be done. 3.4 Ad Hoc Reviews A review may be triggered by: Information such as reprioritized or personal circumstances affect a stakeholder s attitude. A requirement for a health check on the progress of this activity or a program that this activity contributes to; An enquiry based on specific stakeholders and their relationships with all activities being conducted in the organization. 88

23 7 th IIPMC- s Management ٢٣ Last Points: Value of Engagement Methodology Value to the Organization 89 Team Organization Value to the Activity Value to the s s Building and maintaining robust relationships and maintaining an appropriate level of communication to stakeholders will ensure that: they receive information they require; they are consulted; their needs and requirements are heard, and where possible, actioned Higher chance of on time/on budget delivery; Delays to implementation of activities usually occur through: essential senior management approvals being delayed; sponsor advocacy not provided when it is needed; promised resources not supplied when needed; supplier delivery promises not met; other people-related issues. Ability to achieve business strategies more effectively. Implementation Notes The factors essential for successful application of the Circle methodology for an activity s stakeholder relationship management are: Committed team; Committed senior management; Careful selection of projects or other activities for its initial introduction; Long-term strategic use; Central support, such as a Program (or project) Management Office (PMO); Universal application; Consistent use across the organization; Outputs considered as guidelines for decisions. 92

24 7 th IIPMC- s Management ٢۴ References Conclusion 93 My Course Presentations: PMBOK, PMP, ICB. Contact Information Name: 3avahedi@gmail.com Web: 95 Good Luck! امیدوارم سازمان ها و پروژه هاي بزرگ کشورمان بیاموزند که در کنار ب رگماردن مدیران مالی اداري ساخت و... مدیري تحت عنوان مدیر ذینفعان نیز تع ن نمایند تا شانس موفقیت پروژه ها طرح ها و یا هرگونه اقدامی در سازمان را با کمک سایر مدیران و افراد درگیر پروژه افزایش دهند. 94